Search PubMed⌕ Search

SEARCH · Search PubMed

Results for “Computer User Training”

Search indexed PubMed citations on genomics, clinical trials, systematic reviews and public health. Explore titles, authors and supplied subject terms, then open the PubMed record.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 1,207 records · Page 67Linked to original sources
PubMed1999

The implications of telemedicine for nursing.

Telemedicine can be used to deliver health care in a range of situations. It has many potential nursing applications. Nurses need to develop the necessary skills to make the optimum use of this technology.

Clinical Competence↗
PubMed1999

Information technology--the driver of change.

Information technology (IT) is driving change throughout organizations--change in what we do, how we do it, with whom we do it, and the tools we use to get it done. The massive investment in IT is leading organizations to make fundamental changes in the way they run their businesses and ultimately the way they think about their businesses.

Attitude to Computers↗
PubMed1999

Maximizing the potential of your systems.

In the last two decades, manufacturing businesses throughout the United States have learned that the most important way to ensure the maximum potential of their manufacturing systems when implementing manufacturing resource planning is how they approach the implementation itself--not just their choice of or expenditure for software.

Attitude to Computers↗
PubMed1999

Seven key elements of a successful implementation, and eight mistakes you will make anyway.

I know your company is unique. No one else has to deal with the problems/products/processes/procedures/people that your have to deal with. I know that you have searched the literature and attended conferences hoping to find information relevant to your company. Well, this is your lucky day. This article has been designed specifically for the unique company.

Commerce↗
PubMed1999

[Analysis of inter-hospital teleradiology consultation in Aquitaine: a 2 year follow-up study in Mont-de-Marsan's Emergency Department].

PURPOSE: This paper relates a technical and functional study of teleradiology network after two years of duty in Mont-de-Marsan's general hospital. MATERIALS AND METHODS: We studied from november 1995 to november 1997, the following items: the number of transmitted files, the medical departments involved, the degree of emergency, the purpose of the transmission, the number and type of images, if patient's transfer is wished or not, and the way the answer is given. RESULTS: During this 2-year period, 94 files were transmitted mainly to the University Hospital. The radiology department was the main user (36%), followed by the emergency department (29%). A notion of emergency occurred in 63% of the cases. Most of the cases where for radiodiagnosis (48%), and therapeutic advice (42%), mainly in neurosurgery. Each file consisted of 3 to 4 images of which 77% were CT-Scan. The patient transfer was wished for in 13 files. Answer was given by computerised methods in 43% of the cases, and otherwise by telephone. CONCLUSION: Despite a better medical management of patients, this network is underused. The main reasons being the lack of information, the lack of time and the fact the network has not yet found its place in our professional environment.

Attitude of Health Personnel↗
PubMed1999

Cultural change--empowerment at Sweetheart Cup Company, Inc., Bakery Division.

Sweetheart Cup Company always has been associated with fun products--fast food containers, straws, ballpark drink glasses, and maybe the most fun of all--ice cream cones! But making these products of pleasantry at times has not been as festive as it would seem. Sweetheart Cup Company has had its ups and downs in terms of many of the typical manufacturing measurements, but in 1994--under the direction of newly appointed Chief Operating Officer Bill McLaughlin--Sweetheart Cup Company embarked on a new mission. This time everyone would be involved, from headquarters staff in Owings Mills to the fourth-floor oven area workers in the Dallas bakery. The new process goal, "Business Excellence," as we called it, was really an implementation of Class A ERP/MRP II.

Computer User Training↗
PubMed1999

Driving change: up the organization.

In the traditional view of the world, leaders cause change by affecting the behavior of others. This can happen in any of a number of ways. Some leaders use power and authority. Others use influence and persuasion. Still others lead by example. The key concept to remember is that the real need for change is in behavior. Effective change requires a change in behavior.

Behavior↗
PubMed1999

Project management: break through or bust.

Making a wrong choice can severely affect even the best-managed implementation (and project manager's careers). There is simply no margin for error, so getting it right the first time is not merely an option--it is a prerequisite for success. This article will first review why projects fail, then highlight the project management process used by McInnes Steel to specify, choose, and implement MRP II software that was "right" for them. Insights and experiences will also be shared to assist others in their project management activities. Project ultimate measurement is the successful integration of new technology into the culture of the organization. The first and most crucial step in any implementation is the specification and subsequent selection of the equipment or technology. It is important to make the right choice--one where the technology provides value-added services to the users to help them do their jobs better, now and into the future.

Computer User Training↗
PubMed2000

Becoming an information master: using POEMs to change practice with confidence. Patient-Oriented Evidence that Matters.

Today's physicians are faced with identifying, evaluating, and applying a huge quantity of medical information. In addition, many stakeholders in health care, from patients to payers, are taking an active role in the previously inviolable process of physician decision making. This is the third paper in a series discussing the concept of information mastery. In the first paper we discussed using the criteria for Patient-Oriented Evidence that Matters (POEMs) to distill clinically relevant information. The second paper in the series focused on techniques for efficiently obtaining this information from the myriad resources available. In this paper we discuss the final step in the process, changing practice habits after finding new information that necessitates it. We discuss managing change, consider barriers, and present ideas to help with the process.

Attitude of Health Personnel↗